2018-2019 2019-2020 2020-2021 2021-2022 2022-2023
Browse
by subject...
    Schedule
view...
 

1 - 10 of 15 results for: OB

OB 331: Leadership Fellows II

This course is the continuation of Leadership Fellows I, an 8-unit course that begins in Autumn Quarter. During this quarter Fellows will continue to deepen their coaching and mentoring skills, and will focus exclusively on in-depth 1:1 coaching with three MBA1 coachees (who were not members of their MBA1 squad.) Classes and clinics continue as in Autumn Quarter.
Terms: Win | Units: 4

OB 374: Interpersonal Dynamics

PRE-QUALIFICATION IS REQUIRED BY THE DEADLINE (APPROXIMATELY FIVE WEEKS BEFORE THE QUARTER BEGINS). The focus of this course is to increase one's competencies in building more effective relationships. Learning is primarily through interactions with other T-group members. This course is very involving, and, at times, can be quite emotional. However, this course is not a substitute for therapy. If you are in therapy, please talk this over with your therapist and get their advice before enrolling in this course. T-groups meet during part of class-time as well as in the evening. T-groups for all sections will meet for 3 hours in the evening. For 1-day/week sections groups will meet the same evening as class. For 2-day/week sections, please see course details. The class has a weekend retreat toward the end of the quarter (check section details for specific dates). It is very important to note that when you decide to take this course, you make an explicit contract to be actively involved. AT more »
PRE-QUALIFICATION IS REQUIRED BY THE DEADLINE (APPROXIMATELY FIVE WEEKS BEFORE THE QUARTER BEGINS). The focus of this course is to increase one's competencies in building more effective relationships. Learning is primarily through interactions with other T-group members. This course is very involving, and, at times, can be quite emotional. However, this course is not a substitute for therapy. If you are in therapy, please talk this over with your therapist and get their advice before enrolling in this course. T-groups meet during part of class-time as well as in the evening. T-groups for all sections will meet for 3 hours in the evening. For 1-day/week sections groups will meet the same evening as class. For 2-day/week sections, please see course details. The class has a weekend retreat toward the end of the quarter (check section details for specific dates). It is very important to note that when you decide to take this course, you make an explicit contract to be actively involved. ATTENDANCE: Because of the highly interactive nature of this course, it is very important that all students attend all sessions. Missing class, class T-group, evening T-group, or any portion of the weekend for an unexcused absence will negatively influence your grade and may result in your grade being dropped one grade level (for each absence). Attendance to the first class is required for all sections and failure to attend the first class will result in an automatic drop. Some sections of the 2-day/week version of the course also require attendance at the second or third class to remain enrolled. See individual instructor for details. Students who are waitlisted must attend the first meeting of each section they are waitlisted for in order to secure a place in the course should space open up. It is the student's responsibility to notify respective OB 374 faculty of your attendance and wish to fulfill your waitlist requirement. PRE-QUALIFICATION: Students must pre-qualify before taking the class through an assignment on Canvas (due approximately five weeks prior to the quarter). Go to https://canvas.stanford.edu/enroll/H8WJ8X, then select "Enroll in Course". In addition to the Pre-Qualification assignment, you will also be asked to complete a Demographic Survey for each section in which you are enrolled or waitlisted. The survey(s) will be sent to you by email prior to the start of the quarter.
Terms: Aut, Win, Spr | Units: 5

OB 377: The Paths to Power

Power and influence processes are ubiquitous and important in organizations, so leaders need to be able both to understand power and to act on that knowledge. This course has three objectives: 1) increasing students' ability to diagnose and analyze power and politics in organizational situations; 2) increase students' skills in exercising power effectively; and 3) helping students come to terms with the inherent dilemmas and choices, and their own ambivalence, involved in developing and exercising influence. Topics covered include: the sources of power, including individual attributes and structural position; dealing with resistance and conflict; obtaining allies and supporters; maintaining power; how and why power is lost; living in the limelight--the price of having power; preparing oneself to obtain power; and the use of language and body language in exercising power. The class involves a reasonably large number of written, self-reflective assignments as well as one individual project--a doing power project using the class material during the quarter to build power in some group or organization. The class emphasis is on both learning the conceptual material and also incorporating it into one's own strategies and behaviors.
Terms: Win | Units: 3
Instructors: Pfeffer, J. (PI)

OB 518: Leading Through Culture

This course examines organization culture, how and why managers can use culture to maximize results within an organization, and how culture can undermine results. The course begins by situating cultural leadership and management within a culture-shaping framework and the opportunities, obligations and methods for leaders to impact culture. It also focuses on what is different in cultural management and why so many contemporary firms attempt to use it. We analyze the relationship between culture and strategy, seeking alignment between the two. The course also explores different kinds of cultures seen in high performing and low performing organizations, and seeks to understand how cultural content affects behavior and business results. Students will be asked to describe and define the culture of an organization needed for a given business and strategy, and to define the role of executives in shaping culture. The class identifies and analyzes the tools or levers that leaders can use to bu more »
This course examines organization culture, how and why managers can use culture to maximize results within an organization, and how culture can undermine results. The course begins by situating cultural leadership and management within a culture-shaping framework and the opportunities, obligations and methods for leaders to impact culture. It also focuses on what is different in cultural management and why so many contemporary firms attempt to use it. We analyze the relationship between culture and strategy, seeking alignment between the two. The course also explores different kinds of cultures seen in high performing and low performing organizations, and seeks to understand how cultural content affects behavior and business results. Students will be asked to describe and define the culture of an organization needed for a given business and strategy, and to define the role of executives in shaping culture. The class identifies and analyzes the tools or levers that leaders can use to build an effective culture. We will spend a session on each of the following: culture and strategy alignment, architecture for shaping culture, selecting people for cultural alignment, aligning organizational practices, culture and society, cultural inflection points from start-up to scale, cultural aspects of high performance and cultural diagnostics. The course will end with a session on culture issues in merger and acquisition.
Terms: Win | Units: 2
Instructors: Carroll, G. (PI)

OB 528: Racial Bias and Structural Inequality

How do we address racial bias and inequities? What role do institutions play in creating, maintaining, and magnifying those inequities? What role do we play? In this elective, we examine racial bias and inequality in our criminal justice system and in our neighborhoods, schools, and workplaces. In every domain, we focus our attention on the tools and interventions that can be used to mitigate bias and decrease racial disparities. The format will be highly interactive, including guest speakers and student group presentations. Grading will be based on course preparation, active participation, two reaction papers, and a final paper. Attendance is mandatory. Because each day constitutes 20% of the course, even one unexcused absence can have a substantial impact on course grade. Enrollment is limited.
Terms: Win | Units: 2

OB 581: Negotiations

This course is designed to improve students' skills in all phases of a negotiation: understanding prescriptive and descriptive negotiation theory as it applies to dyadic and multiparty negotiations, to buyer-seller transactions and the resolution of disputes, to the development of negotiation strategy and to the management of integrative and distributive aspects of the negotiation process. The course is based on a series of simulated negotiations in a variety of contexts including one-on-one, multi-party, and team negotiations. When playing a role in a simulated conflict, you will be free to try out tactics that might feel uncomfortable in a real one. You will get feedback from your classmates about how you come across. You will have an opportunity to reflect on your experience in your negotiation paper. In sum, you can use this course to expand your repertoire of conflict management and negotiation skills, to hone your skills, and to become more adept in choosing when to apply each skill. This course represents a shorter, more intense version of OB 381-Conflict Management and Negotiations. Students should not take both courses, as there is considerable overlap in course content. Attendance and participation in the negotiation exercises is mandatory.
Terms: Aut, Win, Spr | Units: 2

OB 616: Social Networks: From Graph Theory to Relational Sociology

Thinking in terms of networks is a powerful way to bridge the theoretical and empirical gap between micro-contexts and macro-patterns, in both directions. For example, an organizational culture emerges through interactions of individuals within the formal and informal social networks of the organization. But once established, such a culture can determine the nature of interactions between individuals. Theories of social capital, influence, power and relational sociology speak to these types of problems; social network analysis provides tools to approach them rigorously. This course will have four modules designed to make you a confident creator and skeptical consumer of social network research. We'll start with definitions and fundamental results from graph theory. We'll then situate social networks within sociological (and adjacent) theory before covering some approaches for (and challenges of) collecting and working with empirical network data. Finally, we'll discuss contemporary research around social networks within organizational contexts and future directions.
Terms: Win | Units: 3
Instructors: Atwell, J. (PI)

OB 626: Strategy and Organizations

Why are some organizations more competitive than others? This is the defining questions of the interdisciplinary research field known as 'strategic management.' In this PhD seminar, we will survey the field of strategic management as seen from the perspective of 'macro' organizational behavior. The course takes a broad view of the field of strategic management, reflecting the diversity of perspectives that is seen in this field worldwide. Across this diversity, however, it is possible to identify four distinct theoretical approaches by noting the mechanisms that researchers think are generating outcomes. The course is structured around these four theoretical approaches, and one of the main objectives of the course is to help you identify, critique, and improve these theoretical approaches. Most work in strategic management pays less attention to particular theoretical perspectives, and is organized more by the topic - the phenomenon being studied - such as market exit, growth, performa more »
Why are some organizations more competitive than others? This is the defining questions of the interdisciplinary research field known as 'strategic management.' In this PhD seminar, we will survey the field of strategic management as seen from the perspective of 'macro' organizational behavior. The course takes a broad view of the field of strategic management, reflecting the diversity of perspectives that is seen in this field worldwide. Across this diversity, however, it is possible to identify four distinct theoretical approaches by noting the mechanisms that researchers think are generating outcomes. The course is structured around these four theoretical approaches, and one of the main objectives of the course is to help you identify, critique, and improve these theoretical approaches. Most work in strategic management pays less attention to particular theoretical perspectives, and is organized more by the topic - the phenomenon being studied - such as market exit, growth, performance, mergers and acquisitions, innovation, and the like. I have catalogued the research in strategic management both according to theoretical perspective and topic, and the skeleton of that structure can be seen in this syllabus. I encourage you to use a similar structure as you try to make sense out of the strategy field.
Terms: Win | Units: 3
Instructors: Clement, J. (PI)

OB 654: Organizational Behavior Pro Seminar

This pro-seminar is primarily for OB PhD students who are developing dissertation ideas. The pro-seminar covers the main research areas of OB faculty and aims to help students develop their theoretical ideas for their dissertation research. OB PhD students are required to take the pro-seminar in all years prior to the approval of their dissertation proposal.
Terms: Aut, Win | Units: 1 | Repeatable 6 times (up to 6 units total)

OB 678: The Design and Process of Experimental Research

This year-long course takes a hands-on approach to learning about experimental research. It will cover the entire process of experimental research from idea and hypothesis generation to study design, analysis, and publication. The topical content will be customized to the specific interests of the enrolled students, but generally will be concerned with questions about behavioral phenomena in organizational contexts.
Terms: Aut, Win, Spr | Units: 1 | Repeatable 15 times (up to 15 units total)
Instructors: Martin, A. (PI)
Filter Results:
term offered
updating results...
teaching presence
updating results...
number of units
updating results...
time offered
updating results...
days
updating results...
UG Requirements (GERs)
updating results...
component
updating results...
career
updating results...
© Stanford University | Terms of Use | Copyright Complaints